Peppercorn Dining Case Study
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Submitted by;
Sabeen Andleeb 01
Syeda Ayesha Mazahir 03
Pakiza Zainab 07
MS-HRM (Morning) 2021-2023
Course Title: Organization Development and Employee Training
Submitted to;
Dr. Tayyeb Ali
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Institute of Administrative Sciences,
University of the Punjab
Lahore
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Peppercorn Dining Case Study
Q1. How effective was the OD consultants’ data gathering? The content of the data? The
process of how the data were collected.
Answer:
The process of the data gathering by the OD consultants were chiefly based on the
interviews and observation and viewing of the work pattern, organizational chart and the service
pattern of the eatery. While proceeding with the data collecting process, the consultancy group
has managed to embrace a wide variety of data, including personal observations, interviews, and
facts. The source allowed them to review and analyze Peppercorn’s managerial structure,
employees’ background, their experiences, job position history, organizational culture, and
communication with customers. Some of the data obtained were premised on subjective, yet
expert insight into the situation. The idea of restricting Erica’s participation in the investigation
is reasonable because it can prevent the objectivity of the data collected.
The observation method helped Square One to gain an in-depth knowledge of the
operations of the dining unit. Interviews helped Square One to examine different aspects of those
operations difficult to analyse through the observation method. The interviews also helped the
Consultant in corroborating and confirming all the information that was gathered through the
observation method. The consultants observed the on-the-job behaviors and attitude of the staff
members. The consultants also worked on determining how the staff members interacted with
each other.
The three OD consultants worked within different areas of the facility and gathered the
required data so they could design a plan of Peppercorn Dining’s operations. They were discreet
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while being effective in the process by observation of all departments in the facility’s behavior
where Lynn was in the back of the facility observing the preparation of the meals, dishwashing,
storage and inventory, and how each department operated. While Roger was in the front, and
observed how the food-service line worked, the cashier, and interviewed the staff that worked the
front of the facility. He observed the shortage of supplies and staff, while Lynn observed the way
that the heat in the building was extremely trying on the staff in certain areas of the facility.
The main aspect of successful observation lies in asking good questions during
observations and interview to receive appropriate answers to the problem. At this point, the role
of a consultant is confined to a change-facilitator who should search for constant progress
(Rosenfield 2013, n. p). It is important to note that “because of the interpersonal nature of the
instructional consultation process, a common data collection procedure involves the utilization of
audiotaping” (Rosenfield 2013, n. p.). Indeed, note-taking and recording are vital because basing
the feedback session solely on observation is not accurate and effective. In this case, it seems that
consultants managed to adopt the audiotaping successfully because the case introduces
transcripts from the interviews, which can be analyzed by other participants to introduce their
outlooks on the case.
The use of graphs, tables, schemes, and numerical data is a tangible addition to the
investigation because it provides a wider picture of the organization’s background. For instance,
the scheme of the floor plan of Peppercorn Dining can allow the consultants to judge on the time
management and activities distributions among the employees. The organization’s chart
introduces responsibility allocation among the personnel. Additionally, understanding each
worker’s experience and position at the Restaurant helped the advisory group define the pitfalls
of inter-managerial relations. The observations conducted by Roger, Erica, and Lynn relied
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predominantly on workers and senior managers rather than on their clients’ perceptions.
Nevertheless, Roger managed to make notes on the worker-client interaction and define the
advantages and disadvantages of it.
It was identified that a lot of tension existed among different staff members. Besides this,
it was also determined that there was a lack of effective and efficient communication among the
employees of the dining unit. As a result, there was an increasing number of inefficiencies of the
operations of Peppercorn Dining.
Q.2: What concepts or models might help you analyze the data?
Answer:
Data Analysis Process
As soon as the data was completed, the consultants gathered a meeting to discuss the
details and facts they received during observations and interviews. Through these observations, it
was possible to define the patterns of behavior among servants, cooks, and supervisors working
with Peppercorn Dining. Some of the consultants approached the problem from a professional
point of view. This is of particular concern to Roger who managed to make observations during
lunch whereas Lynn was less strict and decided to make the observation process as natural as it
was possible. From this perspective, Roger should have concealed his true intentions of visiting
the restaurant while interviewing the workers because it could impose some subjectivity on
workers’ responses. Lynn decided to hide information about the purpose and objectives, which
permitted her to gain an objective insight into the situation.
While analyzing the collected data, the consultants should have constantly interacted with
the clients and have made the corresponding changes to their plan. However, the case proves that
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an isolated analysis of the restaurant’s activities does not engage the manager in it. Such a
technique is beneficial because the absence of authoritative pressure can dispose the employees
to reveal objective details of the conditions under which they were performing their duties.
Proposed Data Analysis Method
The force-field analysis should be used to help come to the conclusions of the Peppercorn
Dining facility. The analysis can be used to organize the data in a way that can be broken down
into two categories “forces for change and forces for maintaining the status quo or resisting
change.” This is a qualitative type analysis that includes interviews, observations, and
unobtrusive measures to collect the data required to prepare a list of the pros and cons of the
facility’s concerns, which include recognition from the management, employee loyalty, morale,
decreases in productivity, lack of communication, and a decline in customers.
Force-Field Analysis of Peppercorn Dining
Forces for Change
Forces for Maintaining the Status Quo
Recognition by management
Employee shortage and overworked employees
Employee Loyalty
Issues with students and temporary workers
Low Employee Morale
Management lack of concern for employees
Decrease in Productivity
Shortages on supplies, and working conditions
Lack of Communication
The non-existence of Employee and Management
Communication
Decline in Customers
Content Analysis
There are not enough supplies and staff.
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Another most suitable and effective method of analyzing the gathered data and
information here will be the content analysis method since the data has been gathered through
interviews and observation. Content analysis method will help summarizes and enter the data in
an organized manner, breaking it into meaningful categories. In this way, it will be easy to
reduce the data into a few categories and themes and make it easy to analyze.
Model for Data Analysis
One of the models, is the Diagnostic model, can assist in analyzing the data compiled
from the Peppercorn Dining assessment. Peppercorn’s is having a hard time with employment
retention. The All-American University students are not seeking employment there based on the
leadership style, work-life balance, employer motivation /inspiration, and the communication
deficiency. “The diagnostic model provided information of the reason why and how certain
organization systems, processes, or functions or effective. The analysis frequently, reveal a
precise component of organizational behavior, such as employee stress, leadership, motivation,
problem solving, training/learning, group dynamics, job design, and career development.
(Cumming & Worley, pgs. 88- 89). By using the diagnostic model of an organizational
transformation allows Peppercorn’s leaders to modified their assets and revamp internal and
external setting due to hindrances that may occur. “The basic principle of the diagnostic model
beside the initial collection of different sources of organizational change as a part of continuous
analysis to predict future steps of the company, is continuous analysis of internal and external
environment of the company in order to locate different problems that will also update the initial
collection of sources to be prepared for the future.
1. Key sources of organization changes
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2. Collection information about the sources.
3. Assessment and analysis of the collected information
4. Collecting information about possible problems
5. Initial problem formulation and confirmation of the problem
6. Suggestion for the future action
7. Assessment and analysis of the collected information” (Sutevsk, Dragan (2016))
Conclusion from Data Analysis
With this force-field analysis of Peppercorn Dining, the conclusion is that the employees
do not feel as if the management values them for their hard work and loyalty to the company.
However, management knows that there is a problem with employee morale, productivity, and a
decline in the amount of customers. Even though management knows about the problems, there
is nothing that is being done about them. There is also the problem of communication between
the management and the employees that should be addressed. If these problems are not
addressed, the Peppercorn Dining facility will have more of a decline in employees and
customers.
Q3. How should the feedback session be designed?
Answer:
The manager of Peppercorn, Drew Randall, should have arranged a meeting to introduce
Square one to the staff members of the dining unit and explain to them why the consultants were
present. In this way, the need for the employees to keep questioning the consultants about the
reasons for their presence would have been eliminated.
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The feedback session should be well-scheduled, descriptive, and in way that is easily
understandable. Only relevant information should be discussed in feedback session. The feedback
meeting for Peppercorn dinning should be planned as a discussion session where thorough dialogue
pertinent conclusions can be drawn and preliminary action plan can be developed.
First of all the OD consultants must ask themselves what should be included in the feedback
session and what should not be. Even so, the feedback should be designed in terms of importance.
The design should disciplined with specificity, timeliness, and manner. The OD consultants should
start with identifying the biggest problems, in spite of starting with the appearance of the
organization, which in Peppercorn Dinning case was lack of communication.
Feedback process typically initiate from the top level of hierarchy and then cascade
downwards. It is done so that manager has an opportunity to work on provided data. The feedback
session should include concerns and challenges faced by employees while on job in Peppercorn
dinning. Some of the issues are as follow:
•
One of the major issues that Peppercorn Dining faces is that of lack of communication.
•
Ineffective order and inventory systems.
•
The three major employee categories that work at the restaurant do not get along with each
other well, i.e. conflicts exist among them
•
Employee morale and productivity is reduced because of the shortage of equipment. The
washing needs of the restaurant remain unmet because of the poor dishwashing machine
The feedback session will also, include the issues that the cashier has to face. The workers feel
unrecognized and disrespected because of the manager’s high inaccessibility. The structure of the
organization contributed to the problems that Drew perceived with productivity and morale. The
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biggest problem is that there is something wrong with the structure. There are no careful involved
so one cannot evaluate the employees performance. Furthermore the organization is super
centralized. Feedback system should be set up with clear goals in mind.
It will demonstrate the significance of feeding back data in order to diagnose Peppercorn's
issues and develop interventions to resolve them. An objective interpretation of the facility, staff,
and employee behavior issues can be provided using the observations and interviews of the OD
consultants. All of the information gathered and analyzed during the force field analysis can be
discussed, interpreted, and diagnosed in order to develop action plans to address Peppercorn
Dining's issues.
When it comes to human resources management, Drew should introduce a completely
different view on this issue. It is highly necessary to introduce specialized training programs and
performance tests to employees. Because the personnel is composed of a diverse staff, it is highly
necessary to define the positions that can alleviate the conflicts and settle interpersonal
communication. This is of particular concern to the dish area in which workers experience the
highest degree of pressure imposed on them. Changing responsibilities is another important stance
that Drew should consider. For instance, the poor waiter’s responsibility does not provoke much
enthusiasm and perspectives for professional growth. Therefore, it is necessary to provide a new
position that can combine this occupation with some alternative duties, such as booking tables,
escorting the clients to their places, and making orders.
Rewarding and promotion is other pitfall that the manager fails to consider properly. Apart
from developing sick leave pay and focusing on turnover, Drew should also be concerned with
introducing career promotion for employees who have been working for the Peppercorn Dining
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for more than 5 years. In such a manner, employees would become much more committed and
dedicated to the organization’s activity and performance. Promotion is a kind of reward for
successful performance and commitment to the organization’s goals.
Finally, communication and leadership are another significant factors that influences business
prosperity. At this point, Drew should establish strict boundaries of business relations that could
exclude the familiarity and provide a new organizational hierarchy.